Organizational Behavior
analyzing resources and capabilities
Tomáš Ondráček
ondracek.t@mail.muni.cz
Faculty of Economics and Administration, Masaryk University
2021
Introduction
Introduction
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Introduction
Change in focus
from external to internal
stability
accessibility
predictability
fitness
...
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Introduction
basic questions
What is our business?
Who are our customers?
Which of their needs are we seeking to serve?
What will be our business?
Who will be our customers?
Which of their needs are we going to serve?
Nosce te ipsum: resources and capabilities.
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Resources
Resources
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Resources
resources
resources
Resources are the productive assets owned by the firm.
(Grant, 2018: 112)
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Resources
types of resources
tangible
intangible
human
(Grant, 2018: 112)
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Resources
tangible
easy to identify
easy to value
e.g.:
cash
inventory
machinery
land
buildings
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Resources
intangible
not necessarily obvious
hard to value
e.g.:
brand
copyrights
patents
trademarks
trade names
customer lists
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Resources
human
not necessarily obvious or accessible
hard to value
e.g.:
abilities
knowledge
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Capabilities
Capabilities
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Capabilities
capabilities
capabilities
Capabilities are what the firm can do; a firm’s capacity to deploy
resources for the desired result.
(Grant, 2018; Helfat & Lieberman, 2002)
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Capabilities
types of capabilities
distinctive
core
dynamic
...
(Grant, 2018: 117–119)
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Capabilities
analyzing capabilities
functional
value chain
(Grant, 2018: 117)
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Capabilities
Porter’s value chain
(Grant, 2018: 13)
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Resource-Based View
Resource-Based View
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Resource-Based View
the resource-based view of the firm
the resource-based view of the firm
The resource-based view of the firm is a conceptualization of the firm
as a collection of resources and capabilities that form the basis of
competitive advantage and the foundation for strategy.
(Grant, 2018: 12,108)
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Resource-Based View
the links between resources, capabilities,
and competitive advantage
(Grant, 2018: 113)
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Resource-Based View
the resource-based view of the firm
Establishing Competitive Advantage
relevance
scarcity
Sustaining Competitive Advantage
durability
transferability
replicability
appropriation
(Grant, 2018: 112)
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Appraisal and Development
Appraisal and Development
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Appraisal and Development
appraising the strategic importance
of resources and capabilities
(Grant, 2018: 120)
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Appraisal and Development
the framework for appraising resources
and capabilities
(Grant, 2018: 124)
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Appraisal and Development
the framework for appraising resources
and capabilities
exploiting key strengths
managing key weaknesses
exploring superfluous strengths
determining relevance (context)
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Conclusion and Overview
Conclusion and Overview
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Conclusion and Overview
a framework for analyzing resources and capabilitie
(Grant, 2018: 128)
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Sources
Grant, R. M. (2018). Contemporary strategy analysis: Text and cases edition. John Wiley & Sons.
Helfat, C. E., & Lieberman, M. B. (2002). The birth of capabilities: market entry and the importance of
pre-history. Industrial and corporate change, 11(4). doi: 10.1093/icc/11.4.725